1. Motivation Dr.Lovy Sarikwal

2. "Motivation is a fire from within. If someone else tries to light that fire under you, chances are it will burn very briefly." --Stephen R. Covey "Desire is the key to motivation, but it's determination and commitment to an unrelenting pursuit of your goal -- a commitment to excellence -- that will enable you to attain the success you seek." --Mario Andretti

4. “Treat others as you would like to be treated” "Management is nothing more than motivating other people." --Lee Iacocca

6. What Is Motivation? Direction Persistence Intensity

7. I intensity, referring to the amount of mental and physical effort put forth by people

8. Direction direction, implying that people choose where their efforts will be spent among various activities.

9. Persistence persistence, describing the salesperson’s choice to expend effort over a period of time

10. Direction Persistence Intensity Key Elements 1.Intensity: how hard a person tries 2.Direction: toward beneficial goal 3.Persistence: how long a person tries Key Elements 1.Intensity: how hard a person tries 2.Direction: toward beneficial goal 3.Persistence: how long a person tries

11. Motivation - the process by which activities are started, directed, and continued so that physical or psychological needs or wants are met. From Latin "movere" - to move

12. Motivation - the process of arousing and sustaining goal- directed behavior

13. What is Motivation? “The set of forces that cause people to behave in a certain way” (Steers & Porter, 1991)

14. Motivation is concerned with understanding ‘why people do what they do’. In other words why do people chose a particular course of action and persist with it, even in the face of difficulties and problems.

15. Implications Associated with This Definition Behavior is purposive rather than random - People exhibit both positive (work done on time) and negative (arrive late for work) behavior for a reason Motivation arouses people to do something - People are unlikely to change a behavior or do something different unless they are motivated to do so Motivation causes people to focus on a desired end- result or goal Motivation fuels the persistence needed to exhibit sustained effort on a task Motivation: Motivation: Psychological processes that cause the arousal, direction, and persistence of voluntary actions that are goal directed.

16. A Job Performance Model of Motivation Ability, Job knowledge Dispositions & Traits Emotions, Moods, &Affect Beliefs & Values Individual Inputs Physical Environment Task Design Rewards & Reinforcement Supervisory Support & Coaching Social Norms Organizational Culture Job Context Arousal Attention Intensity & & Direction Persistence Motivational Processes Motivated Behaviors Skills Enable, Limit

17. A Job Performance Model of Motivation (cont.) Individual Inputs Job Context Motivational Processes Focus: Direction, What we do Intensity: Effort, how hard we try Quality: Task strategies, the way we do it Duration: Persistence, how long we stick to it Skills Enable, Limit Performance Motivated Behaviors

18. Motivation Needs & Expectations Behaviour / Action Desired Goals Fulfilment Motivation is the driving force to achieve a goal / fulfil a need

19. The Motivation Process More money for unexpected medical expenses Need Ask for a raise Work harder to gain a promotion Look for a higher-paying job Steal More money Goal-directed behavior Need Satisfaction

20. Motivation and performance Performance = Function of Ability x Motivation

21. Types of Needs Primary /Basic Needs----- Hunger,thirst,Sleep,Homeostasis Secondary Nees----- All other needs come under secondary needs

22. Three Types of Needs Need for achievement (nAch) - a need that involves a strong desire to succeed in attaining goals, not only realistic ones but also challenging ones. Need for affiliation (nAff) - the need for friendly social interactions and relationships with others. Need for power (nPow) - the need to have control or influence over others.

23. Types of motivation Extrinsic – ‘tangible rewards’ (eg salary, benefits, security, contracts etc) – largely outside of manager’s direct control Intrinsic – ‘psychological’ rewards (eg being appreciated, doing challenging work, positive recognition, using one’s ability etc ) – can be heavily influenced by manager’s behaviour and actions ‘You don’t motivate individuals – you create the environment to enable self motivation – that is managements prime role’

24. Motivation Theories WHAT MOTIVATES? Content Theories HOW IT WORKS (internal factors)? Process Theories HOW IT WORKS (external factors)? Reinforcement Theories

25. Motivational theories Content Theories Maslow Herzberg McClelland Process Theories Expectancy theories (Vroom, Porter & Lawler) Equity Theory (Adams) Goal Theory (Locke) Attribution Theory (Heider)

26. 1.Maslow’s Needs-Hierarchy Theory People have a hierarchy of five increasingly higher-level needs: Physiological, security, social, self-esteem, and self-actualization. Satisfaction Process Principle People are motivated first to satisfy the lower-order needs and then, in sequence, each of the higher-order needs.

27. Maslow’s hierarchy of needs Self Actualisation Esteem Social Safety Physiological Growth, advancement, creativity Self-respect, prestige, status Affection, belonging, love Security, stability, protection Food, water, sleep Challenging job, achievement, advancement Job title, social recognition, Work relations, professional associations Safe working conditions, benefits, job security Pay, cafeteria, benefits

28. Maslow’s Hierarchy of Needs

29. Maslow’s Hierarchy of Needs How to Motivate? Try to understand your employee’s needs Show him/her how the job in your department can satisfy his/her needs

30. 2. Herzberg’s Two-Factor Theory Reduces Maslow’s hierarchy to: Hygienes: lower-level (physiological, safety, social) Motivators: higher-level (ego, self- actualization) needs.

31. Herzberg’s Two-factor Theory Hygiene Factor is found in the job context, such as working conditions, interpersonal relations, organizational policies, and salary. Motivator Factor is found in job content, such as a sense of achievement, recognition, responsibility, advancement, or personal growth.

32. Hygiene/job context factors Salary Job security Working conditions Interpersonal relationships Motivators/job content factors Recognition Achievement Responsibility Personal growth Advancement Herzberg

33. Propositions of the theory When hygiene factors are present they do not provide any motivation but when they are absent they give dissatisfaction When motivators are present they they motivate the employees and when absent they give dissatisfaction

34. Two-Factors Theory. How to Motivate ? (general conclusion) Remember about hygiene factors, develop motivator factors The best way to motivate is to arrange the job (job enrichment) so that it provides intrinsic satisfaction of higher-level needs, since these needs are constantly recurring and relatively insatiable.

35. 3. McClelland's Learned Needs McClelland's achievement motivation theory McClelland’s Acquired Needs Needs for Power, Affiliation, Achievement.

36. Need for Achievement is the desire to do something better, to solve problems, or to master complex tasks. Need for Power is the desire to control, influence, or be responsible for other people. Need for Affiliation Is the desire to establish and maintain good relations with other people.

37. Expectancy: Expectancy: Belief that effort leads to a specific level of performance Instrumentality: Instrumentality: A performance  outcome perception. Valence: Valence: The Value of a reward or outcome 4. Vroom’s Expectancy Theory

38. Vroom’s Expectancy Theory motivation = expectancy x instrumentality x valence Expectancy a person’s belief that working hard will result in achieving a desired level of task performance Instrumentality a person’s belief that successful performance will lead to rewards and other potential outcomes Valence the value a person assigns to the possible rewards and other work-related outcomes.

39. Expectancy Theory (V.Vroom) Work effort Task performance Outcomes Expectancy “Can I achieve the desired level of task performance (result)? Instrumentality “What work outcomes will be received as a result of the performance?” Valence “How highly do I value work outcomes?”

40. Vroom’s Expectancy Theory

41. Determine the outcomes employees value.Determine the outcomes employees value. Identify good performance so appropriate behaviors can be rewarded.Identify good performance so appropriate behaviors can be rewarded. Make sure employees can achieve targeted performance levels.Make sure employees can achieve targeted performance levels. Link desired outcomes to targeted levels of performance.Link desired outcomes to targeted levels of performance. Make sure changes in outcomes are large enough to motivate high effort.Make sure changes in outcomes are large enough to motivate high effort. Monitor the reward system for inequities.Monitor the reward system for inequities. Managerial Implications of Expectancy Theory

42. Reward people for desired performance, and do not keep pay decisions secret.Reward people for desired performance, and do not keep pay decisions secret. Design challenging jobs.Design challenging jobs. Tie some rewards to group accomplishments to build teamwork and encourage cooperation.Tie some rewards to group accomplishments to build teamwork and encourage cooperation. Reward managers for creating, monitoring, and maintaining expectancies, instrumentalities, and oucomes that lead to high effort and goal attainment.Reward managers for creating, monitoring, and maintaining expectancies, instrumentalities, and oucomes that lead to high effort and goal attainment. Monitor employee motivation through interviews or anonymous questionnaires.Monitor employee motivation through interviews or anonymous questionnaires. Accommodate individual differences by building flexibility into the motivation program.Accommodate individual differences by building flexibility into the motivation program. Organizational Implications of Expectancy Theory

43. 5. Locke’s Goal Theory of Motivation A person’s goals provide the mechanism through which unsatisfied needs are translated into actions. Specific, challenging goals lead to higher task performance when: Feedback showing progress towards the goals is provided. Tasks are complex. Individuals have adequate abilities. There is a commitment to accomplishing the goals.

44. Goal: Goal: What an individual is trying to accomplish. Encouraging the development of goal- attainment strategies or action plans Increasing one’s persistence Regulating one’s effort Directing one’s attention Goals motivate the individual by... Task performance Goals

45. Locke’s Goal-setting Theory emphasizes the motivational power of goals that are specific and challenging. MANAGEMENT TIPS Set specific goals—avoid more generally stated ones, such as “Do your best.” Set challenging goals—when realistic and attainable, they motivate better than easy ones. Build commitment—people work harder for goals they accept and believe in. Clarify priorities—expectations should be clear on which goals to pursue first. Provide feedback—people need to know how well they are doing. Reward results—don’t let accomplishments pass unnoticed.

46. S S pecific M M easurable A A ttainable R R esults oriented T T ime bound Guidelines for Writing “SMART” Goals

47. 6. Adams’ Equity Theory Based on Social Exchange theory. Focuses on people’s feelings of how fairly they have been treated in comparison with the treatment received by others Explains how social comparisons can motivate individual behavior Any perceived inequities will motivate us to behave in a manner that will change them

48. Adams’ Equity Theory People strive for fairness and justice in social exchanges Cognitive perception of fairness or lack of it affects behavior Inputs – education, skills, training, effort, etc. Outputs – pay, fringe, security, recognition, etc.

49. Lessons in Equity Theory Pay attention to what employees’ perceive to be fair and equitable Allow employees to have a “voice” Employees should have opportunity to appeal Organizational changes, promoting cooperation, etc. can come easier with equitable outcomes Failure to achieve equity could be costly Climate of justice

50. 7. Attribution theory (Heider) Focuses on how people interpret the perceived causes of behaviour. It is a function of Internal Attributions (personal factors such as ability, effort) and External Attributions (environmental factors such as task difficulty, luck). Typical perceptual problems can arise from: Stereotyping the halo effect perceptual defence projection

51. "Motivation is the art of getting people to do what you want them to do because they want to do it.”

52. Case Study Analyze the situation through ideas of each theory Recommend how to motivate the employees

53. Case Study You are consultants to the district traffic manager of a telephone company. The traffic department is responsible for information service, long distance calls, and certain customer inquiries. Most of your employees are operators, both directory assistance (information) and long distance. About 85 percent are women, and most are in their late teens and early twenties.

54. Tardiness and absenteeism have been big problems in this district. As a result, the traffic manager has had to schedule 20 percent more operators than she needs for each shift, in order to have fully staffed boards. The personnel costs caused by this overstating are unbearable. Remedial action must be taken. If each operator would just show up for work each day, at the appointed time, personnel costs would drop back to their budgeted level. Problem Develop a plan that will motivate operators to come to work each day and to come on time. Try to apply different theories.

55. THANK YOU!!